OUR MANDATE AND ROLE

2. OUR MANDATE AND ROLE Monhla Hlahla – Managing Director

3. Vision To be a world-leading airport business Mission To manage world-class airports for the benefit of all stakeholders Monhla Hlahla – Managing Director

4. Values - Pride Passion …energised to deliver on our mandate Results …creating value for shareholders and stakeholders Integrity …enabling trust and respect in all our actions Diversity …promoting our African heritage in a global context Excellence …continuously improving and innovating our business Monhla Hlahla – Managing Director

5. HIGHLIGHTSYEAR UNDER REVIEW Monhla Hlahla – Managing Director

6. HIGHLIGHTS • Sale of ADR-IASA to the PIC • Mumbai concession • R5.2bn capex programme structuring and take off (Board approved - R4bn) • Conclusion of ACSA structure realignment, Phase One • Restructuring of OSIAS, Strategic IT team within ACSA • Review of ACSA Training Academy: ICAO accreditation • Adoption of Deloittes’ Best Companies to Work For index • New security contract tenders issued • Kick-off for ACSA 2010: ACSA 11 visits to Germany Monhla Hlahla – Managing Director

7. RECOGNITION AND AWARDS JIA • African Aviation Award – Airport of the Year • 3rd in Skytrax World Airport Awards, African Region CTIA • AETRA - 2nd Best Airport in Middle East and Africa • 1st in Skytrax World Airport Awards, African Region • 2nd in Skytrax World Airport Friendliest Airport Staff, worldwide DIA • AETRA – 3rd Best Airport in Middle East and Africa • 2nd in Skytrax World Airport Awards, African Region Monhla Hlahla – Managing Director

8. A FEW DETAILS Monhla Hlahla – Managing Director

9. ADR SALE • Acquired 20% in ACSA in 1998 for R819 million • Sold the 20% shareholding to PIC in December 2005 for R1,67 billion • Capital gain of R 856 million over the period • Achieved a compound annual growth rate of 10,76% over the period of the investment • Received dividends of R180 million over the period • ADR sold their shareholding so that they could focus on their home market, Italy Monhla Hlahla – Managing Director

10. MUMBAI INTERNATIONAL AIRPORT • GVK – SA Consortium was selected as the successful bidder for the Mumbai International Airport concession on 4 February 2006 • All transaction agreements were concluded and the concession commenced on 3 May 2006 • Mumbai International Airport Private Limited (“MIAL”): ACSA 10% shareholding, Bidvest (27%) and Indian partner GVK (37%), with 26% being retained by the Airports Authority of India Monhla Hlahla – Managing Director

11. MUMBAI INTERNATIONAL AIRPORTCONTINUED • MIAL is a strategic investment for ACSA: Good returns - medium term in one of the world’s highest growth markets (passenger traffic has experienced a 24% Y-O-Y growth in the first quarter of the concession) • ACSA provides technical support to MIAL through an airport operator agreement Monhla Hlahla – Managing Director

12. MUMBAI INTERNATIONAL AIRPORTCONTINUED • Equity exposure is limited by the revenue share transaction model, highly geared non-recourse debt financing and the shared till regulatory regime • ACSA supported MIAL in completion of 3 month transition period on 3 August 2006 • ACSA currently has seconded executives to MIAL filling the positions of Airport Director, General Manager Airside and General Manager Terminal Monhla Hlahla – Managing Director

13. MUMBAI INTERNATIONAL AIRPORTCONTINUED • Initial project and design have been completed by ACSA to assist MIAL in respect of the installation of airport operations information technology, an engineering and technical assessment, airside operations, fire and rescue requirements, stakeholder management, geographic information system, quality management system, retail and advertising business partner procurement and 100% hold baggage screening • Master plan is on schedule for completion by the beginning of October 2006 Monhla Hlahla – Managing Director

14. FINANCIAL HIGHLIGHTS Monhla Hlahla – Managing Director

15. HIGHLIGHTS: KEY PERFORMANCE INDICATORS Monhla Hlahla – Managing Director

16. CAGR 7,82% 1 6 1 4 1 2 1 0 D o m e s t i c Millions I n t e r n a t i o n a l 8 R e g i o n a l 6 U n s c h e d u l e d 4 T O T A L 2 2 0 0 2 2 0 0 3 2 0 0 4 2 0 0 5 2 0 0 6 0 DEPARTING PASSENGERS Monhla Hlahla – Managing Director

17. CAGR 2,23% 2 5 0 0 0 0 2 0 0 0 0 0 D o m e s t i c 1 5 0 0 0 0 I n t e r n a t i o n a l R e g i o n a l 1 0 0 0 0 0 U n s c h e d u l e d 5 0 0 0 0 T O T A L 0 2 0 0 2 2 0 0 3 2 0 0 4 2 0 0 5 2 0 0 6 AIRCRAFT LANDINGS Monhla Hlahla – Managing Director

18. CHALLENGES GOING FORWARD • Congestion of infrastructure • Crime management • Baggage pilferage • Customer service: end-to-end efficiency in processing of passengers and goods • Master planning and integrated land use plans • Capital structure Monhla Hlahla – Managing Director

19. OUR PROMISE • Infrastructure • Capacity improvements to deliver for 2010 • Baggage pilferage • Customer service focus • Other strategic enablers • Information technology • Human Capital • Partnerships • Co-ordination between agencies • Improved long term planning Monhla Hlahla – Managing Director

20. OUR PROMISE, GOING FORWARD Monhla Hlahla – Managing Director

21. INFRASTRUCTUREDELIVERY PROGRAMME: JOHANNESBURG INTERNATIONAL AIRPORT MULTI STOREY PARKADE (MSP2) (2008) INTERNATIONAL PIER (2007) CENTRAL TERMINAL BUILDING (CTB) (2009) GAUTRAIN RAIL AIRPORT LINK (2010) ECHO APRON (2007) TRADE BUREAU (2006) DELIVERING THE PROMISE, BUILDING THE FUTURE Monhla Hlahla – Managing Director

22. DOMESTIC TERMINAL (2009) CENTRAL TERMINAL BUILDING (CTB) (2009) MULTI STOREY PARKADE (MSP2) (2008) INFRASTRUCTUREDELIVERY PROGRAMME: CAPE TOWN INTERNATIONAL AIRPORT DELIVERING THE PROMISE, BUILDING THE FUTURE Monhla Hlahla – Managing Director

23. INFRASTRUCTUREDELIVERY PROGRAMME: DURBAN AND NATIONAL AIRPORTS Durban – multi storey parkade George – terminal extension East London – terminal upgrade Bloemfontein – terminal upgrade Port Elizabeth – terminal reconfiguration Monhla Hlahla – Managing Director

24. BAGGAGE PILFERAGE Security control room • The CCTV – security control room is fully equipped with 7 direct monitoring stations, with 2 analyst stations for escalation of observation. The primary objective of real time monitoring the baggage area is quick response to incident resolution. Currently the unit has 17 surveillance analysts with 9 being recruited, due for finalisation end of September. Monhla Hlahla – Managing Director

25. BAGGAGE PILFERAGE CONTINUED Charlie Gate Processing Facility • The purpose of the facility is to screen ground handling staff and other employees working on airside (ingress and egress). To access airside through this facility, requires a permit which is based on a MAYFAIR card, integrated with a finger printing biometrics system. Included is a change room facility where all staff leave their belongings, including mobile phones. This initiative affords control of unauthorised removed goods from airside. This facility has been operational since the 1st April. Monhla Hlahla – Managing Director

26. BAGGAGE PILFERAGE CONTINUED SAPS support • At the moment, 8 SAPS staff has been allocated to the baggage environment to do random searches, observe and act on suspicious behaviour, including supporting the control room real time Baggage Pilferage Committee • Since January 2006, the committee has been reinstituted, integrating airline stakeholders. Roles and responsibilities within the baggage handling system is being affirmed. There is some level buy-in to understanding the level of baggage pilferage. The availability of statistics will assist in evaluating the benefit of the above initiatives. Monhla Hlahla – Managing Director

27. BAGGAGE PILFERAGE CONTINUED Compliance team support • The compliance team performs random checks to support the surveillance team in collaboration with SAPS within the baggage make-up area. Monhla Hlahla – Managing Director

28. STRATEGIC ENABLERS Human Capital Management • Training focused under the ACSA academy (links to ICAO, CAA) • Recruitment: Selective, targeted recruitment of security officers • Design of vetting system with SAPS/NIA/CAA • New permit system requiring screening and tighter management from applicant • New uniform • Additional human resources in key areas Monhla Hlahla – Managing Director

29. STRATEGIC ENABLERSCONTINUED Customer Services Training • Quality Management System • Passenger perceptions (ASQ) • Monitoring internal processes (MSQ) • Collaborate with industry to ensure service standards Monhla Hlahla – Managing Director

30. STRATEGIC ENABLERSCONTINUED Information Technology • ERP • GIS • Control rooms, gates, perimeter Industry approach on security • Leadership of CAA Chief of Security • Increased specialised units at JIA, and next at CTIA • Better co-ordination of state security agencies through NASC • Improved intelligence • Targeted recruitment of senior security personnel • Increased training and recruitment of immigration officers • Better industry co-ordination Monhla Hlahla – Managing Director

31. OUR PROMISE TOWARDS 2010 • To deliver infrastructure capacity • Improved customer service levels • Tighter levels of safety and aviation security • World class South African brand Monhla Hlahla – Managing Director

32. IT IS ALL ABOUT VALUE • To our customers • To our shareholders • To our employees • To our stakeholders and partners • To our society Monhla Hlahla – Managing Director

33. Thank you

35. FINANCIAL OVERVIEW • Financial performance pleasing • Financial performance provides a sound base for planned investment infrastructure • Passenger traffic growth spurred revenue growth • Commercial initiatives in changing environment • Most airports achieve positive EBITDA with the exception of Kimberley, Upington and Pilanesberg International Airport Brooks Mparutsa – Financial Director

36. INTERNATIONAL FINANCIAL REPORTING STANDARDS (IFRS) During the 2006 financial year ACSA adopted IFRS from SA GAAP The following key areas were identified during the implementation process: • Restating PPE at deemed cost • Reviewing the depreciation periods for all asset categories • Consolidating the employee share option plans into the Group • Accounting for the smoothing of leases as per the latest interpretation note Brooks Mparutsa – Financial Director

37. FINANCIAL HIGHLIGHTS Brooks Mparutsa – Financial Director

38. KEY INDICATORS FOR THE FINANCIAL YEAR ENDED 31 MARCH 2006 Brooks Mparutsa – Financial Director

39. R e v e n u e 1 4 0 0 O p e r a t i n g p r o f i t 1 2 0 0 JIA – 15% 24% CTIA – 5% 25% DAP – 17% 98% 1 0 0 0 8 0 0 6 0 0 4 0 0 2 0 0 J I A C T I A D I A 0 N a t i o n a l A i r p o r t s REVENUE AND OPERATING PROFIT and Brooks Mparutsa – Financial Director

40. 11% 2005 JIA 20% CTIA DIA and National Airports 69% 2006 15% JIA CTIA 19% DIA and National 66% Airports SEGMENTAL REVENUE Brooks Mparutsa – Financial Director

41. 2 % 2005 1 0 % 2 0 % P r o p e r t y A d v e r t i s i n g P a r k i n g 1 0 % R e t a i l C a r H i r e 3 8 % O t h e r 2 0 % 1 % 1 0 % 2006 2 0 % P r o p e r t y A d v e r t i s i n g P a r k i n g R e t a i l 1 1 % C a r H i r e 3 6 % O t h e r 2 2 % NON AERONAUTICAL REVENUE Brooks Mparutsa – Financial Director

42. BALANCE SHEET Brooks Mparutsa – Financial Director

43. CASH FLOW STATEMENT - HIGHLIGHTS Brooks Mparutsa – Financial Director

44. 8 0 0 0 0 0 7 0 0 0 0 0 6 0 0 0 0 0 5 0 0 0 0 0 4 0 0 0 0 0 2 0 0 5 3 0 0 0 0 0 2 0 0 6 2 0 0 0 0 0 1 0 0 0 0 0 0 J I A C T I A D I A O T H E R and National Airports CAPITAL EXPENDITURE Brooks Mparutsa – Financial Director

45. A c t u a l B u d g e t CAPEX EXPENDITURE 2002 - 2007 JIA domestic terminal completed 1 6 0 0 0 0 0 1 4 0 0 0 0 0 1 2 0 0 0 0 0 1 0 0 0 0 0 0 8 0 0 0 0 0 6 0 0 0 0 0 4 0 0 0 0 0 2 0 0 0 0 0 0 2002 2003 2004 2005 2006 2007 Brooks Mparutsa – Financial Director

46. REGULATORY ENVIRONMENT • Approach document for the Permission to levy tariffs issued by the Regulating Committee • Consultations with stakeholders have commenced • ACSA will submit the Permission application by 30 September 2006 • Permission application and the resultant tariff increases will largely be influenced by the capital expenditure programme Brooks Mparutsa – Financial Director

47. CAPITAL STRUCTURE • ACSA’s capital structure is not optimal • In delivering the planned infrastructure, ACSA will utilise debt finance, enhancing shareholder value • Solicited credit rating • Debt will be a mixture of bank loans and listed corporate bonds • Minimising the cost of debt matched with appropriate tenure debt will be a key focus • An appropriate capital structure will positively influence tariffs Brooks Mparutsa – Financial Director

48. Thank you